1. Work Study:

According to International Labour Office “Work study is a term used to embrace the techniques of method study and work measurement which are employed to ensure the best possible use of human and material resources in carrying out specified activity.

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“In simple words, work study is related to analysing the work to be performed by eliminating unnecessary operations and finding out the quicker way of doing it. Work study eliminates wasteful and unnecessary operations, reduces effort and increases productivity.

2. Standardisation of Tools and Equipment:

Standardisation of tools and equipment was an important element of scientific management. Taylor wanted to use only ‘the best way of doing the work. Proper tools and equipment are essential for increasing the efficiency and speed of work.

3. Scientific Selection, Placement and Training:

The efficiency and quality of work is linked to the kind of persons selected for taking up different jobs. Taylor wanted a radical change in the methods and procedures of selecting workers. Workers should be selected by considering their education, experience and attitude towards work.

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The placement of workers should be such that only the most suitable persons are assigned the work. Placement should be on the basis of merit rating which indirectly implies, ‘round pegs in round holes’. Workers should be given training to make them suitable for the jobs. Orientation training should also be imparted to prepare them to meet new challenges.

4. Development of Functional Foremanship:

Taylor pleaded the concept of functional foremanship. He felt that workers and factory executives should be freed from the burden of planning and designing. Functional foremanship is the extension of the principle of specialisation or division of labour to the sphere of management.

According to Taylor the two functions of planning and doing should be separated. The planning section should concentrate on planning the task and issuing instructions to the workers for implementing them. Taylor suggested eight functional specialists, the first four attached with planning work and the next four with actual implementation or execution of the plan.

Those involved in planning are:

(i) Route Clerk – to lay down the sequence of operations (ii) Instruction Card – Clerk lay down the exact method of doing the work (iii) Time and Cost Clerk – to keep records of time spent by different workers on different jobs and prepare the cost sheets (iv) Shop Disciplinarian-to deal with cases of breach of discipline and absenteeism.

The foremen involved in actual implementation of work are:

(i) Gang Boss – to assemble and set up various equipments and tools, (ii) Speed boss – to ensure that machines are run at optimum desired speed, (iii) Repairs boss-ensure regular cleaning, servicing and repair of machines (iv) Inspector-to ensure that the workers perform their work as per desired quality.

By dividing this work in this way, Taylor wanted to streamline the working of production department. However, the concept of functional formanship has been found to be unrealistic and has not been applied in practice.

5. Introducing Costing System:

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Another important element of scientific management is the introduction of efficient system of cost accounting. It is a technique used to calculate cost per unit and total cost of production.

As a tool of scientific management cost accounting serves the following purposes:

(a) To present costs for cost reduction and cost control.

(b) To enable estimation of costs and preparation of budgets.

(c) To increase efficiency and reduce wastages.

(d) To help channelise production on right lines.

6. Mental Revolution:

Simply stated mental revolution is concerned with bringing basic change in the mental attitude of workers and the management towards each other. Scientific approach means radical changes in the approach to solve problems regarding work and managerial control.

Workers were feeling that management was exploiting them, getting more work and paying meagre amounts, whereas management had the misgiving that workers always grumbled about the load of work, follow go-slow policy, damaged the equipment, and showed indifference towards quality of goods.

This feeling of suspicion had to be routed out to adopt systematic thinking. Mutual understanding and co-operation between management and workers was an essential aspect pleaded by Taylor. So mental revolution on the part of workers and management was essential to improve the working of an enterprise.